Marie
Forum Replies Created
The Chartered Institute of Personnel Development, CIPD, recognises the significance of effective grievance handling for employees and employers as follows;
Stress reduction
Handling grievances effectively could assist in reducing stress for employees and employers. When organisations effectively handle grievances on time, they can decrease anxiety and frustration feelings among employees (Consult HR, 2018). This could enable them to dwell on their tasks and roles and the employers to dwell on other core tasks.
Increased productivity
When organisations promptly handle grievances, they ensure that the employer maintains their work focus and productivity. Prompt grievance resolution also shows employees that the organisation takes their concerns seriously and values them (Consult HR, 2018). As a result, their motivation and engagement levels rise, leading to increased productivity. This can see them receive rewards, and the entity earns more profits.
Enhanced employee relations
Effective grievance handling is critical in assisting with the maintenance of healthy working associations between employees and employers. When organisations handle grievances fairly and timely, they show the employees that they respect their issues and take them seriously (Consult HR, 2018). This is vital in building trust between employees and employers. As a result, employee loyalty and engagement increase.
Consequences of not handling grievances effectively
Organisations’ failure to handle grievances effectively could result in expensive legal action being taken against the entity. This could encompass claims of constructive r unfair dismissal and discrimination, which could be highly expensive to defend. Additionally, ineffectively handled grievances could decrease employee morale, which could negatively affect productivity and performance. This could result in a general reduction in customer satisfaction and quality, adversely affecting the entity’s bottom line. Besides, I t could destroy the entity’s reputation, resulting in a decline in customer loyalty and trust (Consult HR, 2018). Hence, organisations need to implement effective ways of addressing their employees’ grievances while complying with the law to guard their financial well-being and reputation.
Reference
Consult HR. 2018. 10 Tips for effectively managing discipline and grievances in the workplace Retrieved 2, February, 2023 from https://www.consulthr.co.uk/10-top- tips-effectively-managing-discipline-grievances-workplace/nnbb
Elisabeth Kubler-Ross created the Kubler-Ross Change Curve alongside David Kessler. It is a model applied to describe the five phases of grief that individuals pass through when encountering major change. The five phases that organisations and individuals could use encompass denial, anger, bargaining, depression and acceptance. In the denial phase, individuals could be in disbelief and shock that the change is happening and refuse to accept it. In the anger phase, individuals could feel frustrated and air their opinions in anger. The bargaining stage is when individuals seek to negotiate a better result and try to find a way of change avoidance. The depression stage encompasses individuals feeling helpless, overwhelmed and unmotivated. Lastly, accepting change involves individuals coming to terms with the change and moving on (Malik, 2022).
Organisations could apply the framework to understand the various change response, plan for the various reactions and needs and ensure that the employees get sufficient support to transit. The managers could use it to identify the phases employees could encounter when responding to change, develop a supportive environment, and understand their needs. In addition, it could assist in creating a sense of empowerment since employees could learn ways of understanding their responses to the change and establishing initiatives for managing them. The Curve is an effective tool for entities to understand the phases of grief which could be encountered when an entity is changing. It could be applied to establish a supportive and understanding environment, besides developing initiatives for supporting organisations and people when transiting.
Reference
Malik, P. 2022. The Kubler Ross Change Curve in the Workplace (2023). Available at: https://whatfix.com/blog/kubler-ross-change-curve/#:~:text=What%20is%20the%20Change%20Curve,bargaining%2C%20depression%2C%20and%20acceptance.
Surveys
Surveys are a method that employers apply to gather feedback from their employees concerning their perspectives, opinions and experiences (Wilkinson et al., 2020). They could be applied in measuring employee engagement, collecting feedback about job satisfaction and identifying areas that require improvement.
Pros
Applying surveys in employee engagement measurement provides a chance to gather feedback from several people quickly, the ability to quantify feedback and trends identification, and the ability to get unbiased and honest feedback.
Cons
The disadvantages of using surveys to measure employee engagement encompass the potential for bias in the survey queries, the effort and time required for creating and administering the survey, besides the potential of the employees to feel their feedback is taken unserious (Wilkinson et al., 2020).
Suggestion schemes
Suggestion schemes refer to programs organisations design to encourage employees to air their ideas toward enhancing products and processes. They can be in the form of suggestion boxes. By giving a platform for the employees to give their perspectives and receive rewards for contributing toward the entity’s decisions, the schemes develop a sense of ownership and assist the employees in feeling engaged and valued (Ray, 2022).
Pros
One advantage of using suggestion schemes to improve employee engagement is that they could give a platform for the employees to share their feedback and ideas (Ray, 2022). They can assist in creating a collaborative atmosphere and give an avenue for the entities to be valued and feel heard.
Cons
Using suggestion schemes to improve employee engagement could be hard to ensure that all perspectives are fully assessed. It could take the managers much time to review the employees’ suggestions and ensure they properly implement them. Besides, employees could become disappointed if their opinions go unimplemented (Ray, 2022).
Team meetings
Team meetings are crucial to gather employees together and discuss common objectives and goals. They could be applied in fostering enhanced employee engagement by offering a forum for the employees to voice their ideas and opinions, besides developing solutions to challenges (Wilkinson et al., 2020).
Pros
Team meetings could be an excellent way to keep employees connected to their co-workers. Regular meetings assist in establishing trust and relationships between the team members. This could result in improved communication and increased productivity (Wilkinson et al., 2020).
Cons
Team meetings can be time-consuming. It could take up valuable time, which could be applied to tasks or project completion. Besides, team meetings could encompass difficulties in organising and keeping on track if the team is too big or if members are unprepared (Wilkinson et al., 2020).
References
Ray, L. 2022. Weighing the Pros & Cons of the Employee Suggestion Box. [online]. Available at: https://smallbusiness.chron.com/weighing-pros-cons-employee- suggestion-box-33254.html [Accessed 2 February 2023]
Wilkinson, A. et al. 2020. Handbook of research on employee voice. Edward Elgar Publishing. Available at:https://books.google.co.ke/books?hl=en&lr=&id=4yXsDwAAQBAJ&oi=fnd&pg=P R1&dq=employee+voice+and+engagement- +book&ots=7FTbTpX4gR&sig=KpqkySVPEY3iXz2zD-oGqLi7mQ4&redir_esc=y
False accusations against managers are serious in the UK jurisdiction. Depending on the accusations’ grounds, the consequences could range from disciplinary action to employment termination and likely criminal charges. False accusations mean that one party makes an assertion that is deemed untrue after investigations.
False accusations could encompass various conducts, including sexual harassment, discrimination, harassment or other improper behaviour types. Notably, any false accusations are viewed as misconduct and could result in disciplinary action against the employees (Employment Team, 2023).
The initial steps in dealing with false accusations involve investigating the claims. The employer should investigate the allegations before determining if there is proof to back them up. Should the allegations be seen as false, the employer should discipline the employee with a warning and suspend or dismiss them. Besides, the employer should embrace steps to protect the manager against any further false accusations by the employee (Employment Team, 2023). These could encompass enhancing the monitoring of the employees’ behaviour, giving extra training for the managers to handle false accusations and executing an official reporting policy.
If the employer finds the employee guilty of making false claims, the employer could choose to pursue further action. Depending on the false accusations’ severity, this can range from a warning to dismissal. If the false accusations are specifically serious, the employer could pursue charges against the employee. Notably, should the employee feel that the disciplinary action was disproportionate or unfair, they could challenge it through an employment tribunal (Employment Team, 2023). Hence, since false accusations are a serious concern in the UK, employers should consider embracing the right steps for the allegations’ investigation, manager protection and embracing disciplinary action should the accusations be false.
In addition, if an employer has an ongoing grievance process, the employee should apply them in reporting any allegations before the employer thoroughly investigates the claims. The employer could pursue a defamation claim if a third party, such as a professional regulatory body, makes the allegation. This could encompass an injunction or damage claim to prevent the employees from repeating those false claims. The employer can also pursue a contract breach against the claim should the employee have breached their contract’s terms through their false accusations (Employment Team, 2023). In all situations, the employer should take quick action to respond to the situation and guard their reputation.
Reference
Employment Team. (2023, January 20). False accusations at work (HR help). DavidsonMorris. Available at: https://www.davidsonmorris.com/false-accusations-at-work/
Organizational structure refers to the formal system of authority, communication, and roles that determine how work is divided and coordinated within an organization. The Chartered Institute of Personnel and Development (CIPD) recognizes several types of organizational structure, including:
- Hierarchical structure: This type of structure is characterized by a clear chain of command, with authority flowing from the top to the bottom of the organization. Hierarchical structures are often used in large organizations and are effective in ensuring that decisions are made quickly and efficiently. Strengths of this structure include clear lines of authority and good control over decision-making (Taylor, 2019). However, hierarchical structures can be bureaucratic and slow to respond to changing market conditions, and they can limit the ability of employees to take initiative.
- Matrix structure: This type of structure combines elements of both hierarchical and functional structures, with individuals reporting to multiple managers based on their different roles. Matrix structures are often used in organizations that need to respond to complex projects, as they allow for flexible deployment of resources. Strengths of this structure include flexibility and the ability to respond to changing market conditions. However, it can lead to confusion over roles and responsibilities, and can create conflicts between managers with different priorities.
- Flat structure: This type of structure is characterized by a minimal hierarchy and a lack of formal titles and positions. Flat structures are often used in small organizations and start-ups and are effective in promoting collaboration and innovation. Strengths of this structure include a flat organizational structure that allows for fast decision-making and a more direct connection between employees and senior management (Chión et al., 2020). However, flat structures can lead to confusion over roles and responsibilities, and can make it difficult to enforce accountability.
- Functional structure: This type of structure is characterized by the grouping of individuals based on common skills, knowledge, or expertise. Functional structures are effective in organizations that require a high degree of specialization and are often used in technical or professional services organizations. Strengths of this structure include a clear division of labour, specialized expertise, and efficiency. However, functional structures can limit the ability of employees to work across different areas of the organization and can lead to a lack of collaboration and integration.
To determine the most appropriate organizational structure, organizations should consider their goals, culture, and available resources, and should be prepared to adapt their structure.
References
Chión, S.J., Charles, V. and Morales, J., 2020. The impact of organisational culture, organisational structure and technological infrastructure on process improvement through knowledge sharing. Business Process Management Journal, 26(6), pp.1443-1472.
Taylor, S.P., 2019. Organisational structures. International Journal of Housing and Human Settlement Planning, 5(2), pp.28-33.
Misbehaviour in the workplace refers to any behaviour that violates established norms, policies, or ethical standards within an organization. Misbehaviour can take many forms, including but not limited to harassment, bullying, discrimination, theft, insubordination, and unethical conduct. Misbehaviour can have a significant impact on workplace morale, productivity, and overall organizational performance. It can create a toxic work environment and can lead to high levels of employee turnover and a negative reputation for the organization. It is important for organizations to have clear policies and procedures in place to address misbehaviour in the workplace (Thomas et al. 2019). This may include formal procedures for reporting and investigating incidents of misbehaviour, as well as training for employees on what constitutes misbehaviour and how to report it.
It is also important for organizations to take a proactive approach to preventing misbehaviour in the workplace. This may include promoting a positive organizational culture, encouraging open communication, and providing regular training and development opportunities to help employees understand what is expected of them (Thompson and Ackroyd, 2022). It can have a significant impact on workplace morale, productivity, and overall organizational performance. Organizations should have clear policies and procedures in place to address misbehaviour and take a proactive approach to preventing it.
References
Thomas, R., Anitha, S. and Joseph, I.N., 2019. Employee Misbehaviour in The Workplace-Strategies to Prevent Misbehaviour and Make Employees Satisfied with The Job. IJRAR-International Journal of Research and Analytical Reviews (IJRAR), 6(2), pp.268-273.
Thompson, P. and Ackroyd, S., 2022. Organisational misbehaviour. Organisational Misbehaviour, pp.1-100.
Both coaching and mentoring are similar in several ways:
- Both focus on individual development: Coaching and mentoring both focus on the development of the individual, whether that be through building skills, improving performance, or addressing specific challenges.
- Both involve a supportive relationship: Both coaching and mentoring involve a supportive relationship between the coach/mentor and the coachee/mentee, in which the coach/mentor provides guidance, support, and feedback.
- Both require active participation from the coachee/mentee: Both coaching and mentoring require active participation from the coachee/mentee, who is responsible for setting goals, taking action, and reflecting on their progress.
- Both aim to support personal and professional growth: Both coaching and mentoring aim to support personal and professional growth, helping individuals to achieve their goals and reach their full potential.
The main difference between coaching and mentoring is the focus of the relationship. Coaching tends to focus on specific performance goals and addressing specific challenges, while mentoring is more focused on longer-term personal and professional development. However, both approaches can be highly effective in helping individuals to grow and develop, and organizations are often best served by using a combination of both.
References
Al Hilali, K.S. et al. 2020. Coaching and mentoring. Concepts and practices in development of competencies: A theoretical perspective. International Journal of Academic Research in Accounting, Finance and Management Sciences, 10(1), pp.41-54.
Koopman, R. et al. 2021. The Chronological Development of Coaching and Mentoring: Side by Side Disciplines. International Journal of Evidence Based Coaching & Mentoring, 19(1).
Here are the steps that organizations can take to implement a successful coaching and mentoring programme:
- Define the goals and objectives of the programme: The first step in implementing a coaching and mentoring programme is to clearly define the goals and objectives of the programme. This will help ensure that the programme is aligned with the overall goals of the organization and will provide a clear roadmap for success.
- Identify potential mentors: Organizations should identify potential mentors who have the skills and experience necessary to provide effective coaching and mentoring. These individuals should have a strong track record of leadership and management success and be willing to invest time and energy in the development of others.
- Develop a training programme for mentors: Once potential mentors have been identified, organizations should develop a training programme to equip them with the skills and knowledge necessary to provide effective coaching and mentoring. This may include training in coaching and mentoring skills, as well as training in the specific goals and objectives of the programme.
- Match mentors and mentees: Organizations should match mentors and mentees based on their skills, experience, and development needs. This will help ensure that the mentoring relationship is productive and will maximize the benefits of the programme.
- Provide ongoing support and evaluation: Organizations should provide ongoing support and evaluation of the coaching and mentoring programme. This may include regular check-ins with mentors and mentees, regular training and development opportunities for mentors, and ongoing evaluation of the programme to ensure its continued success.
In conclusion, a well-implemented coaching and mentoring programme can provide significant benefits to organizations, including the development of a strong pipeline of leaders and managers and the cultivation of a positive organizational culture.
References
Al Hilali, K.S., Al Mughairi, B.M., Kian, M.W. and Karim, A.M., 2020. Coaching and mentoring. Concepts and practices in development of competencies: A theoretical perspective. International Journal of Academic Research in Accounting, Finance and Management Sciences, 10(1), pp.41-54.
Koopman, R., Englis, P.D., Ehgrenhard, M.L. and Groen, A., 2021. The Chronological Development of Coaching and Mentoring: Side by Side Disciplines. International Journal of Evidence Based Coaching & Mentoring, 19(1).
Developing leaders and managers is a critical aspect of organizational success. There are various approaches that organizations can take to achieve this, including classroom training, on-the-job learning, coaching and mentoring, action learning, and leadership development programmes. Each approach has its own strengths and weaknesses and can be tailored to meet the specific needs and goals of the organization (Sousa and Rocha, 2019). The choice of approach will depend on the desired outcomes, available resources, and the organizational culture.
- Classroom training: This approach involves delivering theoretical and practical knowledge in a structured setting, typically led by an experienced trainer. Classroom training can provide a foundation of knowledge and skills, but may not be as effective in building practical experience.
- On-the-job learning: This approach involves providing leaders and managers with real-world experience, allowing them to apply their knowledge and skills in real-life situations. On-the-job learning can be an effective way to build practical experience, but may not provide a comprehensive understanding of leadership and management principles.
- Coaching and mentoring: This approach involves pairing leaders and managers with experienced mentors who can provide guidance and support (Moldoveanu and Narayandas, 2019). Coaching and mentoring can be an effective way to build practical experience, but may be limited in scope and not provide a comprehensive understanding of leadership and management principles.
- Action learning: This approach involves leaders and managers working on real-life projects and challenges, allowing them to develop their skills in a practical, hands-on environment. Action learning can provide a comprehensive understanding of leadership and management principles, but may be limited by the scope of the projects available.
- Leadership development programmes: This approach involves delivering a comprehensive and integrated leadership and management development programme, combining classroom training, on-the-job learning, coaching and mentoring, and action learning. This approach can provide a comprehensive understanding of leadership and management principles and build practical experience, but may be more resource-intensive than other approaches.
In conclusion, organizations have a range of options for developing their leaders and managers. The best approach will depend on the specific needs and goals of the organization, and may involve a combination of different approaches. Ultimately, a successful leadership and management development programme should provide a comprehensive understanding of leadership and management principles and build practical experience, and should be tailored to meet the specific needs and goals of the organization.
References
Moldoveanu, M. and Narayandas, D., 2019. The future of leadership development. Harvard business review, 97(2), pp.40-48.
Sousa, M.J. and Rocha, Á., 2019. Leadership styles and skills developed through game-based learning. Journal of Business Research, 94, pp.360-366.
Leadership and management development programmes play a critical role in shaping the skills and knowledge of individuals to help organizations achieve their goals. To ensure their success, it is important to implement effective methods. These may include defining clear goals and objectives, involving all stakeholders, selecting the right participants, using a variety of learning methods, providing ongoing support and follow-up, and continuously evaluating and improving the programme. By taking these steps, organizations can cultivate a strong pipeline of leaders and managers and drive ongoing success.
- Define clear goals and objectives: It is important to have a clear understanding of what the programme aims to achieve and what the desired outcomes are. This will help to focus the efforts of participants and facilitators, and measure the success of the programme.
- Involve all stakeholders: Engaging key stakeholders in the design and delivery of the programme ensures that their needs and perspectives are taken into account. This can include managers, employees, and other relevant parties.
- Select the right participants: Selecting participants who are eager to learn, have potential for growth and are in need of development is crucial (Vrchota et al. 2020). This will ensure that the programme is well-received and that the participants are motivated to take advantage of the opportunities presented.
- Use a variety of learning methods: Incorporating different learning methods such as classroom training, coaching, mentoring, and experiential learning will provide a more well-rounded experience for participants. This can help to engage different learning styles and encourage retention of knowledge and skills.
- Provide ongoing support and follow-up: The success of a leadership and management development programme does not end with its completion (Purwanto, 2020). Ongoing support and follow-up are essential to reinforce the learning, provide opportunities to apply the knowledge and skills, and to ensure long-term success.
- Evaluate and continuously improve: Regularly evaluating the programme, collecting feedback from participants and stakeholders, and making improvements will help to ensure its ongoing success and effectiveness.
In conclusion, leadership and management development programmes are crucial in developing the skills and knowledge of individuals and contributing to the success of an organization. By defining clear goals and objectives, involving all stakeholders, selecting the right participants, using a variety of learning methods, providing ongoing support and follow-up, and continuously evaluating and improving, the success of these programmes can be ensured.
References
Purwanto, A., 2020. The role of job satisfaction in the relationship between transformational leadership, knowledge management, work environment and performance. Solid State Technology.
Vrchota, J. et al. 2020. Critical success factors of the project management in relation to industry 4.0 for sustainability of projects. Sustainability, 13(1), p.281
The following are some of the different ways of gathering and presenting reward intelligence:
- Surveys: Surveys are a useful way to gather information about reward practices and preferences within an organization. Surveys can be designed to collect data on a wide range of topics, including employee satisfaction with their current rewards, preferences for types of rewards, and the perceived value of different rewards.
- Market benchmarking: Market benchmarking involves comparing an organization’s rewards practices and compensation levels to those of similar organizations in the same industry or geographic area (Cappa et al. 2019). This information can be gathered from publicly available sources, such as industry reports, or through direct contact with other organizations.
- Employee focus groups: Employee focus groups are a useful way to gather information about reward practices and preferences within an organization. During these sessions, employees are invited to discuss their views and opinions on a range of rewards-related topics.
- Data analysis: Data analysis is a key component of reward intelligence gathering (Bıyık et al. 2022). By analysing compensation and benefits data, organizations can gain insights into their rewards practices, including the distribution of rewards and the impact of different rewards on employee engagement and motivation.
- Presentation of findings: The findings of reward intelligence gathering efforts should be presented in a clear and concise manner, using a combination of visual aids, such as graphs and charts, and written summaries. The presentation should be designed to be easily accessible and understandable to all stakeholders, including employees, managers, and senior executives.
The key to success is to use a combination of these methods to gather a comprehensive picture of reward practices and preferences, and to present the findings in a clear and actionable manner that supports the development of effective compensation and benefits strategies.
References
Bıyık, E. et al. 2022. Learning reward functions from diverse sources of human feedback: Optimally integrating demonstrations and preferences. The International Journal of Robotics Research, 41(1), pp.45-67.
Cappa, F., Rosso, F. and Hayes, D., 2019. Monetary and social rewards for crowdsourcing. Sustainability, 11(10), p.2834.
Measuring the success of these programs is essential to determine their impact and effectiveness, and to identify areas for improvement. The following are some key indicators of success for leadership and management development programs:
- Improved employee engagement: A successful leadership and management development program should result in increased employee engagement, motivation, and commitment (Vrchota et al., 2020). This can be measured through employee surveys or engagement metrics, such as absenteeism and turnover rates.
- Enhanced performance: Effective leadership and management development programs should lead to improved organizational performance, such as increased productivity, improved customer satisfaction, and higher levels of innovation.
- Improved leadership skills: A successful leadership and management development program should result in an improvement in leadership skills, such as effective communication, problem-solving, and decision-making (Purwanto, 2020). This can be measured through 360-degree feedback assessments, performance appraisals, or self-assessments.
- Increased employee development: A successful leadership and management development program should result in increased employee development and career progression. This can be measured through employee promotions, job satisfaction surveys, or the uptake of further training and development opportunities.
- Return on investment: Ultimately, a successful leadership and management development program should deliver a positive return on investment (ROI) for the organization. This can be measured through the impact on business performance, employee engagement and development, and the cost of the program compared to the benefits it delivers.
The success of leadership and management development programs can be measured through a combination of objective and subjective indicators, including improved employee engagement and performance, enhanced leadership skills, increased employee development, and a positive return on investment. By monitoring these indicators, organizations can gain a better understanding of the impact of their leadership and management development programs and make informed decisions about how to enhance their effectiveness in the future.
References
Purwanto, A., 2020. The role of job satisfaction in the relationship between transformational leadership, knowledge management, work environment and performance. Solid State Technology.
Vrchota, J. et al. 2020. Critical success factors of the project management in relation to industry 4.0 for the sustainability of projects. Sustainability, 13(1), p.281.
The relationship between employee voice and organizational performance is complex and multi-faceted. Employee voice refers to the methods and channels through which employees can express their opinions, ideas and concerns to their employer, such as through employee surveys, suggestion boxes, and employee representative committees. The concept of employee voice is closely linked to employee engagement, as it provides employees with the opportunity to influence their workplace and contribute to decision-making processes. It is a critical component of employee engagement and can have a significant impact on organizational performance (Wilkinson et al. 2020). A workplace culture that values and encourages employee voice can lead to increased employee engagement, motivation, and commitment, which can translate into improved performance outcomes such as increased productivity, reduced absenteeism and turnover, and enhanced customer satisfaction. However, the relationship between employee voice and organizational performance is not always straightforward.
On the one hand, employee voice can have a positive impact on organizational performance. When employees feel heard and valued, they are more likely to be engaged, motivated, and committed to their work. This can lead to higher levels of productivity, lower levels of absenteeism and turnover, and improved customer satisfaction. Moreover, employees often bring a unique perspective to the workplace and can provide valuable insights into areas for improvement. By allowing employees to voice their opinions, organizations can benefit from new ideas and suggestions that can drive innovation and performance (Cheng et al. 2022). On the other hand, there are some potential negative effects of employee voice on organizational performance. If employees feel that their opinions are not being taken into account, or if they perceive that their input is not valued, this can lead to disengagement, low morale and reduced commitment. Additionally, the process of giving employees a voice can be time-consuming and resource-intensive, particularly if it involves consultation and decision-making processes.
While employee voice can have a positive impact on organizational performance, the relationship is complex and context-specific. To effectively leverage the benefits of employee voice, organizations need to create a supportive and inclusive workplace culture that values employee input and provides meaningful opportunities for employees to express their opinions. Additionally, organizations need to strike a balance between the potential benefits and costs of employee voice, and ensure that processes for consultation and decision-making are effective, efficient, and transparent.
References
Cheng, J., Bai, H. and Hu, C., 2022. The relationship between ethical leadership and employee voice: The roles of error management climate and organizational commitment. Journal of Management & Organization, 28(1), pp.58-76.
Wilkinson, A., Barry, M. and Morrison, E., 2020. Toward an integration of research on employee voice. Human Resource Management Review, 30(1).
People practices play a critical role in supporting and aligning with wider organizational and people strategies. These practices can include talent management, culture and engagement, diversity and inclusion, performance management, and reward and recognition. By connecting these practices with the organization’s wider goals, it helps to create a supportive work environment that drives employee engagement and contributes to overall business success. For example, a strong people culture can drive engagement and motivation, while diversity and inclusion initiatives can foster creativity and innovation. Additionally, performance management and reward and recognition practices can motivate employees and support their development.
- Talent Management: People practices such as recruitment, onboarding, and training programs help attract, retain and develop the talent necessary to achieve organizational goals (Taylor and Woodhams, 2022). By aligning these practices with the organization’s talent strategy, it ensures that the right people are in place to deliver on the organization’s objectives.
- Culture and Engagement: A strong people culture that value employees and promotes their well-being is crucial for overall organizational success. People practices such as employee engagement surveys, flexible working arrangements and health and well-being initiatives, can help create a positive workplace culture and engage employees, which ultimately drives productivity and business performance.
- Diversity and Inclusion: Organizations with diverse and inclusive cultures tend to have higher levels of engagement, innovation, and creativity. People practices such as diversity and inclusion initiatives, unconscious bias training and equal opportunity programs help create an inclusive work environment that values and respects all employees, regardless of their background.
- Performance Management: Performance management practices, such as setting performance objectives, conducting performance appraisals, and providing feedback and coaching, can help employees to develop their skills and contribute to the organization’s success. By aligning performance management practices with the organization’s wider people and business strategies, it ensures that employees are able to deliver on the organization’s objectives.
- Reward and Recognition: Reward and recognition practices, such as performance-related pay, bonuses and promotions, can help motivate employees and drive performance (Dwyer, 2012). By linking reward and recognition practices with the organization’s wider people and business strategies, it helps to ensure that employees are motivated and engaged in delivering on the organization’s objectives.
In conclusion, people practices are essential for supporting and aligning with wider organizational and people strategies. By connecting these practices with the organization’s wider goals, it helps to create a supportive and inclusive work environment that drives employee engagement and business performance.
References
Dwyer, J., 2012. Communication for Business and the Professions: Strategies and Skills. Pearson Higher Education AU.
Taylor, S. and Woodhams, C., 2022. Human resource management: People and organisations. Kogan Page Publishers.
Organisations should effectively handle grievances to avoid facing adverse effects from not doing so. They can consider the following skills for effective grievance and discipline-handling procedures;
Active listening
Active listening is an essential skill for effective grievance and discipline handling procedures. It encompasses actively engaging the individuals talking with openness and empathy. It focuses on giving the speaker full attention, maintaining eye contact and applying body language to demonstrate interest. Active listeners strive to understand the speaker’s presentation while evading criticism and judgment. Besides, active listening encompasses restating what others say to ensure that all parties clearly understand the situation (Folger, Poole and Stutman, 2020). This assists in creating a trusting atmosphere and is advantageous in addressing grievances and disagreements. It can also assist in creating an understanding and safety sense in the organisation, decreasing the potential conflict. Furthermore, active listening assists in building a respectful and constructive association between the involved parties. It is a vital skill to possess when addressing grievances and disciplinary matters since it fosters a constructive conversation, promotes resolution and understanding and builds trust between all the involved parties.
Questioning
It is a critical skill for effective discipline handling and grievance procedures. Through questioning, managers could acquire a deeper understanding of the employee’s situation and grievances. It permits the manager to access the root of the concern and come up with available solutions to deal with the challenges. Additionally, questioning permits the manager to test the employee’s understanding of the circumstance and the recommended solution (Folger, Poole and Stutman, 2020). This ensures that the manager arrives at informed decisions as they consider the disciplinary action. Moreover, questioning could assist the manager in remaining impartial since they are not taking the employee’s word as a fact. This assists in ensuring that organisations take just and fair actions. Hence, all managers should possess and apply questioning skills when effectively dealing with grievances and disciplinary handling processes since they will better understand the situation before making informed decisions.
Investigation
Investigation is a vital skill for effective and discipline-handling processes. It encompasses collecting evidence and information to determine the situation’s facts. An investigator should be able to pose appropriate queries, remain impartial and evaluate witnesses’ credibility. Additionally, they must be able to document and analyse the facts to arrive at a proper conclusion (Folger, Poole and Stutman, 2020). Investigation is a vital section of any grievance and discipline-handling procedure as it permits organisations to embrace proper action and make informed decisions.
Reference
Folger, J.P., Poole, M.S. and Stutman, R.K., 2021. Working through conflict: Strategies for relationships, groups, and organizations. Routledge. Retrieved 20, January 2023, from https://www.taylorfrancis.com/books/mono/10.4324/9781003027232/working- conflict-joseph-folger-marshall-scott-poole-randall-stutman